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Differentiation, product quality, and price strategies in influencing purchase decisions at Mataram coffee shops

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  • Yunus Indra Purnama

    (Universitas Teknologi Yogyakarta)

Abstract

This study aims to determine the influence of differentiation strategies, product quality, and price on purchasing decisions in Mataram coffee shops. The type of research used in this research is quantitative research. Meanwhile, the data used in this study is primary data obtained from respondents' answers to the questionnaire to be shared. The sampling method uses the accidental sampling method. The population in this study is visitors to Mataram coffee shops every day. The sample in this study was 75 respondents. The data analysis in this study used multiple linear regression using validity test, reliability test, multiple linear regression analysis test and t hypothesis test and determination coefficient test with the SPSS 26 For Windows statistical application program. The results of this study show that differentiation strategies, product quality, and price have a positive and significant effect on consumer purchasing decisions. Mataram coffee shop management should improve marketing strategies in the form of more competitive prices, good product quality, and innovative differentiation strategies in an effort to improve purchase decisions. By implementing the right differentiation strategy in mataram coffee shops. By implementing the right differentiation strategy, Mataram coffee shops can increase the attractiveness of their products, attract new customers, and build long-term loyalty. Therefore, differentiation remains an element that needs to be strengthened to strengthen the business position in the midst of fierce competition. Key Words:Differentiation Strategy, Product Quality, Price, Purchasing Decision

Suggested Citation

  • Yunus Indra Purnama, 2025. "Differentiation, product quality, and price strategies in influencing purchase decisions at Mataram coffee shops," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 14(5), pages 63-70, July.
    • Handle: RePEc:rbs:ijbrss:v:14:y:2025:i:5:p:63-70
    DOI: 10.20525/ijrbs.v14i5.4309
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